THE JOB COMPONENTS INVENTORY AND THE ANALYSIS OF JOBS REQUIRING LIMITED SKILL

The Job Components Inventory, a new job analysis technique examining the use of tools and equipment, physical and perceptual requirements, mathematical requirements, communication requirements, and decision-making and responsibility requirements, is introduced. Results of a study of 100 job holders demonstrate a high reliability of the technique in terms of supervisor-job holder agreement, and the method is shown by analysis of variance and cluster analysis successfully to discriminate between and within job titles. The technique is proving to be a practical instrument for use in curriculum development, careers guidance and broad-based training, and recommendations for its further use and evaluations are made.     

VOCATIONAL INTERESTS, PERSONALITY AND EFFECTIVE POLICE PERFORMANCE

Scores on vocational interest inventories are commonly thought to be unrelated to job performance. A close examination of the literature suggests, however, that vocational scales other than those describing the occupational group in question may often predict job performance. A case in point is reported here, using Holland's Self Directed Search and two groups of policemen. Scores on the Artistic and Conventional scales consistently predict effective performance as a patrolman in this Realistic and Social occupation.     

SENIORITY: A REVIEW OF ITS LEGAL AND SCIENTIFIC STANDING

Though an important and widespread industrial relations concept, seniority has been a neglected subject of study by behavioral scientists. The purpose of this paper is to emphasize the importance of the topic by reviewing seniority's legal status in the management of human resources. Further, while there is little research on seniority per se, conjecture and empirical study on the concept's salient behavioral dimensions, viz., tenure and reward, were reviewed. Suggestions were offered for the methodological and theoretical aspects of future research on seniority.     

The Relation of College Internships,College Performance,and Subsequent Job Opportunity

This study examined the relationship of business college internships to college performance and to subsequent job opportunities. Whites were more apt to have had an internship than African Americans; there was no difference by gender. Students with internships had a significantly higher overall grade point average, were somewhat younger upon graduation, and were more apt to be employed upon graduation than students without internships. Internships were thus related to both better college performance and to receiving a job offer upon graduation. Discussion centered on the role of internship in realistic job expectations and recommendations for improving internships.     

The Johnson-Neyman technique,its theory and application

The theoretical basis for the Johnson-Neyman Technique is here presented for the first time in an American journal. In addition, a simplified working procedure is outlined, step-by-step, for an actual problem. The determination of significance is arrived at early in the analysis; and where no significant difference is found, the problem is complete at this point. The plotting of the region of significance where a significant difference does exist has also been simplified by using the procedure of rotation and translation of axes.     

THE RELATIONSHIP OF STAFFING PRACTICES TO ORGANIZATIONAL LEVEL MEASURES OF PERFORMANCE

Scholars have noted the relative lack of research on the contribution of effective staffing practices to organizational level measures of performance (Schmitt & Schneider, 1983). We collected survey data from the heads of the HRM departments of 201 organizations regarding the extent of use of five staffing practices supported by the academic literature. We also investigated whether organizations that used more of these practices had higher levels of profitability and sales growth than organizations that used fewer of them. We found a significant positive relationship between organizations'use of the five staffing practices and both annual profit and profit growth across all industries. However, the strength of the relationship between the use of the staffing practices and organizational performance was found to vary by industry type. We also found that the extent of use of the staffing practices was related to both industry type and organizational size. Our study provides some initial data on the possible positive impact of these staffing practices on organizational level outcomes.